Don’t Get Snowed

Don’t Get Snowed

… by all of the recent jobs data.

In an attempt to make any sense of all of the swirling data, I listened to a recent podcast by The Economist which showcased a few employers in Buffalo, New York. Some companies there are willing to hire for potential: people that they know can do the work but lack specific skills, so they are willing to train them.

In recent decades, as the Baby Boomers flooded the labor market, the days of investing in employees and training seemed to evaporate. Too few organizations were willing to invest in employee training, and seemed reluctant to hire based on competencies or a person’s distinctive combination of experiences and skills that could contribute to an enterprise. 

If there is one thing you think of when you hear Buffalo, it is SNOW. During the podcast, I began to think of Snowflake Bentley, a children’s book, with art so captivating that it won the coveted Caldecott Medal for its illustrations in 1999.

Snowflake Bentley’s parents didn’t treat him the same as every other farm boy; they encouraged his curiosity and invested in his interest to study nature – especially the elusive quest to photograph something that could melt in an instant.  

Like snowflakes, no two humans are alike. The labor markets right now are about as fierce as the snowstorms that Snowflake Bentley braved for his research. The companies that will weather this storm are those that understand what core elements are essential to making someone successful at their organization. Then, if they believe in the potential of the people they hire, invest in them and their raw talent, and reward them not only with compensation, but with increasingly interesting assignments, those organizations need not be adrift.

If you heard what we heard …

If you heard what we heard …

It happened again the other day.

What I heard would surprise no one in HR.

Someone knew I did something in HR and needed to unburden.

The person, who approached as though THEY were the sinner, wanted some clarity, some understanding, some reassurance.

Meanwhile the transgressors never seem to seek counsel. 

The mindset of many employees was summed up recently:

“They’re actually questioning the whole meaning of the daily grind. Why do we put so much of ourselves into our careers? And are we getting a fair deal from our employers in return for all of this stress and heartache?”  Read More Here

When they vote with their feet, their answer is: NO – we aren’t getting a fair deal. Often it is not about the money, it is about the recognition of the sacrifices or tradeoffs that they’ve been making: maybe for 18 months, perhaps for a decade … or two.

It is one thing to joke that HR folks are like priests in a confessional – we’ve heard and seen it ALL BEFORE … and we will carry some secrets to our graves to protect those that have confided in us. 

It is another when too many in leadership positions fail to have faith in what HR experts try to impart, for decades.

The non-sinner has moved on, with a clear conscience, now free from a non-enlightened employer. 

Leadership’s penance?  Trying to fill roles left vacant by once loyal employees.

Charting a Course

Charting a Course

Recently, sitting on deck on a gloriously sunny day, gazing across the beautifully calm water, my mind wandered back to grade school math.  Probably the grade school math we all dreaded the most: the story problem.

Why?

Because it dawned on me that the captain probably didn’t have to do much of that story problem math that day.  You remember the problem:  a boat must cross a river Y wide, the current is traveling at X, how does Timmy aim his boat to reach the dock on the other side?

Why did we all hate these sorts of problems so much? Perhaps because in the diagram, or in life, we were always so sure about where that dock was on the other side.  Both sides were stationary, we were sure of where they were.  But a moving body of water? A current that could change speed, or course, or pull you under without warning?  And what if you did all the math, and then somewhere in the middle of the crossing, it all changed? 

Upon reflection, those story problems were great preparation for life.  They made us weed through the words for the pertinent facts.  How often were we reminded to go back and use our solutions to check our work?  These problems reinforced that things were not static; they would not remain in place.  We needed to reassess, recalculate, and rethink.

Solution?

In today’s current labor markets – and yes there are many, even in one location – the currents are irregular indeed.  Many skippers are scared to undertake a journey of understanding, to even test the waters, but test them you must.  Maybe your Great Resignation won’t be because of compensation, maybe it will be because of limited career growth opportunities within your organization, or lack of flexible work arrangements. Maybe your compensation is just fine near the shore, but away from the shore, the currents have shifted suddenly, and you haven’t ventured out that way to investigate?  Your organization needs to know which way the current is flowing.

It is time to solve for X.

[Human] Capital Calibration

[Human] Capital Calibration

Manufacturing equipment has come a long way since 1964. The environment in which you put your equipment?  Back then, a somewhat level floor, a power supply, fans for HVAC, and what was a little grease on the floor? You turned it on, and assumed it would run.  When you invest in a sophisticated machine today, you may build a special room, complete with its own HVAC and filtration. You wouldn’t dream of operating this equipment without the needed care and calibration. Your organization ensures that those responsible for the care and upkeep of this huge capital investment have the requisite technical expertise to protect your investment; you wouldn’t dream of leaving it to someone that didn’t know what they were doing. Yet why are we okay doing that to our largest investment: our employees.

The current conversation about “back to the office” seems a lot more like 1964, the year that Gary Becker published his first book on human capital. He rocked the world of economics and business with his work on the value of human capital ––  people were one of your most valuable assets.  It paid to further invest in them now that their life span was longer and technological advances made new skill acquisition imperative.

We sit here in 2021 as the seeming randomness of Covid deaths and quarantining has given Americans plenty of time to pause to reflect on the meaning of life. For many Americans, they are finally understanding their worth as a unique model of human capital.  They’ve grown to understand the distinctive sets of skills that they have acquired, honed, and refined over the years AND the optimum conditions under which they perform.  When an employer doesn’t understand that, enter…

The Great Resignation

One of my favorite Total Rewards thought leaders, John Bremen, has written a great article, advising how organizations can turn The Great Resignation into the Great Hire.  He very rightly points out that more people have been hired in 2021 than have quit – which side of the equation is your organization on?

Solution? It’s not about going back to “the way we always did things.”  It IS about recognizing the conditions under which employees can turn in peak performance and earn their organizations more gold.

 

Shattered

Shattered

“Nothing gives you better clarity than a near-death experience. It awakens you to the frailty of life and the importance of living with purpose and meaning.”

You might think that quote was from one of the residents of this London street in 1940, at the outset of the Blitz:  lucky not be among those killed that day, but as one of the survivors surveying the randomness of the dropped (and exploded) bombs, wondering if there were any unexploded bombs, why their neighbor’s house was gone and theirs was still standing, and what would tomorrow bring?

Instead, the quote was from an article written by Jack Kelly in Forbes just last month, Read More Here  and it was an insight that reinforced a hunch about the current labor market that had been nagging at me.

Nearly 40 years ago, I decided to study abroad because of my interest in events that had taken place 400 years earlier.  Living in England just 40 years after WWII presented an entirely unexpected gift: eyewitness history from people who had survived the Home Front.  I heard first-hand accounts of the London Blitz from people who had lived through it.

At the same time, both in Britain and traveling throughout Europe, I noticed a healthy respect for leisure time.  A weekend was a weekend – no work involved.  Vacation – usually double the American allotment – was to be taken and one did not check in at the office. 

Eventually I connected the dots:  while Americans had rationed, grown Victory Gardens, lost young men, when death happens on your doorstep, to your next door neighbor, without rhyme or reason, you realize that there is more to life than work.   

Covid has been our Blitz.  Those who have contracted Covid, maybe at the same gathering as others who did not fall ill, seems as random as where a Luftwaffe bomb fell.  Everyone has heard a story of the perfectly healthy person who has died from Covid, not unlike the one house on the block that was flattened by a V-1, while all the neighbors’ homes remained intact.  We might not have had to sleep in backyard bomb shelters or Tube Stations, but quarantining has given Americans plenty of time to pause to reflect on the meaning of life. 

Is it any wonder that in the face of what seems like random death, with plenty of time to ponder, Americans are reassessing how they want to spend the rest of their lives?  An article in last week’s Economist drives home this fact, “… recent research by Goldman Sachs … finds that “excess retirees” account for about a quarter of the decline in the country’s [labor] participation rate.”  HR experts have been warning the C-Suite for some time now that employees are aching for meaningful work; Covid has them searching for a meaningful life.

 

We’ve Seen This Show Before

We’ve Seen This Show Before

Lots of the country has been suffering from blistering heat.

Back in the days before most homes had air conditioning there was one really good way to escape the heat.

The movies.

If you weren’t around in 1947, you, too, may have missed “The Best Years of our Lives” which won multiple Oscars that year, including Best Picture and Best Director for William Wyler.  The story begins with the unceremonious way in which three returning WWII veterans must find their way back to their shared hometown, bonding in the process.  As the story unfolds, the viewer realizes that pre-war life didn’t necessarily dictate war-time rank, and that being a hero in one uniform, might not translate stateside. After watching our essential workers, who were called heroes at the height of the pandemic, it was uncanny to watch a wartime hero strive to earn a living wage once the conflict was over.

While there seems to be no excuse for NOT having seen this movie before, watching it now, as the U.S. is emerging from our battle with Covid, seems eerily fitting.

We’ve all been telling ourselves that never before have we had to deal with such a crazy labor market.  That people have never had to readjust after such a life and death struggle; so many have lost loved ones.  What about those that might never be 100% healthy again? How does our society and business world work around that? What about folks that have skills that are obsolete? How are workers supposed to retrain and reskill yet again? 

Whether you are trying to escape the heat, sit out a rainy weekend, or finally understand why everyone raves about William Wyler and his films, “The Best Years of our Lives” will knock your socks off. 

The U.S. has seen this show before, and after watching this movie, you will feel the resolve that we can get through this again, despite all of our collective wounds.